Creating integration - The Alliancing Code of Practice for Infrastructure Alliancing

This page explains the 'Creating integration' cell of the Alliancing Code of Practice grid. This grid helps to understand who needs to do what, at what stage, for a successful infrastructure alliance.

The 'Creating integration' cell of the Alliancing Code of Practice grid for Infrastructure Alliancing

Creating integration

The framework for developing a high performing and integrated organisation is established during the integration phase.

  1. Developing an alliance identity:
    • An initial concept has been agreed for the alliance identity and branding, as an enabler to the integration of partners and teams.
    • A common identity is an effective enabler of integration. However, this needs to recognise that the benefits of integration are invariably much wider than just the delivery team - identity and ownership should include relevant operators or users and possibly key stakeholders.
  2. Selecting the right alliance people:
    • Where appropriate, the opportunity has been taken to involve key stakeholders or the extended supply chain in the selection process, for example in behavioural assessments.
    • A proposed management structure for the alliance has been set out and provides a clear representation of the leadership roles required.
    • The alliance management structure provides the opportunity for senior level representation from the partners (subject to a future ‘best for task’ selection process), recognising the critical requirement for change leadership.
    • The proposed alliance organisation includes a Board (or Project Board) that has cross partner representation - and that has collective responsibility for overall performance.
    Typical alliance management structure
    A typical alliance management structure
    • The selection process includes an assessment of the proposed leadership team of each potential partner organisation.
    • Alliance recruitment places an emphasis on appointing the right people with the right behaviour and the right attitude.
  3. Planning for an integrated organisation:
    • The capabilities required from the proposed alliance roles (partners) have been identified and have been set-out as part of a complementary capability plan for the alliance.
    • Identifying alliance roles should not be about creating duplication of partner capability or creating competition within the alliance. There are many examples of alliances undermining the benefits of open collaborative behaviours by reverting to competition.
    • An assessment of the combined client and partner capability required to effectively deliver the programme or project has been made, setting out the capabilities both the existing client team and the partners will bring to the alliance.
    • A best for task process has been set-out in advance of selection, providing clarity to partners on the process for assessing the suitability of individuals to key roles. The respective roles, including client and alliance, have been clearly defined and demonstrate how all roles (and accountabilities) are integrated within an overall delivery process.
    • The people processes required to support integrated teams have been identified within the implementation plan, including how objective setting, performance management and personal development will be undertaken in integrated teams.
    • The client roles within an alliance must be clearly defined. A number of previous client capabilities are likely to become part of the integrated delivery organisation. Contract management will remain a client activity - managed through a distinct team with clear contract responsibility. In developing a highly integrated delivery team it is important that the essential aspects of contract management and administration are not lost.
  4. A common delivery process:
    • An end-to-end delivery process has been set out that provides a clear route for the programme or project to progress, including key gateways and milestones.
  5. Understanding partner goals:
    • The declared goals, or success factors, for the alliance include the identified business drivers of the potential partners.
  6. Defining the alliance aims:
    • A communication plan has been produced for use within the business and with potential partners that provides a clear articulation of the overriding aims and objectives for the alliance.
    • The business case for the alliance includes benefit targets for all potential alliance parties (client and partners).
  7. Integrated Delivery Process:
    • The proposed delivery process enables partners and teams to be brought together early in the development of solutions (including strategic sub-contractors and suppliers) when integrated team have greatest influence on the project outcomes.
Project life cycle
Alliance teams should be formed when they can still influence the success of the project; making most use of the capabilities within alliance organisations and strategic partners

What comes next?

The next cell in the Alliancing Code of Practice grid is Creating leadership

View the complete Alliancing Code of Practice grid

The Alliancing grid

Creating integration cell of alliancing grid
The 'Creating integration' cell of the Alliancing Code of Practice grid for Infrastructure Alliancing

The next cell in the Alliancing Code of Practice grid is:

Creating leadership

 

Top